It's the rare education that includes even one course in workplace politics. Yet for most of us, whatever career we chose, workplace politics is a part of workplace life. Some days we do well. And then there are the other days. What do you do when you face a really difficult political problem? Here's Part I of a little catalog of ten often-useful tactics. See "Ten Tactics for Tough Times: I," Point Lookout for February 1, 2006, for Part II.
- What problem am I solving?
- By the time most of us think about problem solving, we're already deep in, having started solving before we're sure of the problem. If this pattern is familiar, it's probably a good idea to start your thinking by asking "What problem am I solving?" Knowing where you actually are usually helps.
- After you've fully assessed the situation, you can determine what to keep doing, what to start doing, and what to stop doing.
- Is this entirely my problem?
- Sometimes we jump right into solving difficult problems without asking whether they're ours to solve, especially when we feel that the consequences of not solving the problem probably will be ours to deal with.
- Unless all of the consequences affect you, taking on the problem probably is taking on too much. Once you act, you risk gaining ownership of all the consequences, including those that wouldn't have been yours to deal with.
- What happens if I wait?
- We can't be really sure
that what we think
actually will happen
- In most cases, consequences are uncertain. We can't really be sure that what we think will happen actually will happen.
- Often, it's best to wait. Then you can deal with the consequences that are real — and those that are yours.
- Whose problem is this, anyway?
- If you've decided that the problem — or some of it — really isn't yours to solve, consider who might be the true owner or owners of the problem. Sometimes, the true owner is obvious, because they're either contending with you for solving rights, or they've run off and hid. More often, ownership is ambiguous, and determining the true owner becomes the first priority.
- A risk when using this tactic is hastily assuming ownership of the meta-problem — the problem of determining the true owner of the original problem. Step away from problems that aren't yours, and let the true owner of the meta-problem keep ownership of it.
These tactics can help, often by providing relief from the urge to address problems unnecessarily. To use them, though, you have to solve another problem first — you have to remember to use them. And that can be really difficult. We'll deal with that one next time. Top Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Workplace Politics:
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Forthcoming issues of Point Lookout
- Coming July 26: Strategic Waiting
- Time can be a tool. Letting time pass can be a strategy for resolving problems or getting out of tight places. Waiting is an often-overlooked strategic option. Available here and by RSS on July 26.
- And on August 2: Linear Thinking Bias
- When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenxcrpVgspQVlSigEaner@ChacUGodjqbviMcPzHfioCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
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As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's a date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.